The standard for project management

Figure 6-14. Develop Schedule: Inputs, Tools & Techniques, and Outputs

Tools & Techniques

Inputs

Outputs

Develop Schedule

.1  Schedule network analysis

.2  Critical path method

.3  Resource optimization

.4  Data analysis

• 

What-if scenario analysis

• 

Simulation

.5  Leads and lags

.6  Schedule compression

.7  Project management  

  information system

.8  Agile release planning

.1  Project management plan

• 

Schedule management plan

• 

Scope baseline

.2  Project documents

• 

Activity attributes

• 

Activity list

• 

Assumption log

• 

Basis of estimates

• 

Duration estimates

• 

Lessons learned register

• 

Milestone list

• 

Project schedule network

  diagrams

• 

Project team assignments

• 

Resource calendars

• 

Resource requirements

• 

Risk register

.3 Agreements

.4  Enterprise environmental    

 factors

.5  Organizational process assets

.1  Schedule baseline

.2  Project schedule

.3  Schedule data

.4  Project calendars

.5  Change requests

.6  Project management plan  

 updates

• 

Schedule management plan

• 

Cost baseline

.7  Project documents updates

• 

Activity attributes

• 

Assumption log

• 

Duration estimates

• 

Lessons learned register

• 

Resource requirements

• 

Risk register

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206 

  

Part 1 - Guide

Figure 6-15. Develop Schedule: Data Flow Diagram

• Project

   charter

12.2

Conduct

Procurements

•  Agreements

•  Change requests

Project management plan

•  Schedule management plan 

•  Scope baseline

Project documents

•  Activity attributes

•  Activity list

•  Assumption lo

g

•  Basis of estimates

•  Duration estimates

•  Lessons learned register

•  Milestone list

•  Project schedule network diagrams

•  Project team assignments

•  Resource calendars

•  Resource requirements

•  Risk register

Project

Management

Plan

Project

Documents

Project

Documents

4.6

Perform

Integrated

Change Control

6.5

Develop

Schedule

Enterprise/

Organization

•  Enterprise environmental factors

•  Organizational process assets

•  Schedule baseline

Project management plan updates

•  Schedule management plan

•  Cost baseline

•  Project schedule

•  Schedule data

•  Project calendars

Project documents updates

•  Activity attributes

•  Assumption log

•  Duration estimates

•  Lessons learned register

•  Resource requirements

•  Risk register

Project

Management

Plan

---

��

207

Developing an acceptable project schedule is an iterative process. The schedule model is used to determine the 

planned start and finish dates for project activities and milestones based on the best available information. Schedule 

development can require the review and revision of duration estimates, resource estimates, and schedule reserves to 

establish an approved project schedule that can serve as a baseline to track progress. Key steps include defining the 

project milestones, identifying and sequencing activities, and estimating durations. Once the activity start and finish 

dates have been determined, it is common to have the project staff assigned to the activities review their assigned 

activities. The staff confirms that the start and finish dates present no conflict with resource calendars or assigned 

activities on other projects or tasks and thus are still valid. The schedule is then analyzed to determine conflicts with 

logical relationships and if resource leveling is required before the schedule is approved and baselined. Revising and 

maintaining the project schedule model to sustain a realistic schedule continues throughout the duration of the project, 

as described in Section 6.7.

For more specific information regarding scheduling, refer to the 

Practice Standard for Scheduling

.

6.5.1 DEVELOP SCHEDULE: INPUTS

6.5.1.1 PROJECT MANAGEMENT PLAN

Described in Section 4.2.3.1. Project management plan components include but are not limited to:

u

u